258075(1)_ellisdana.bio

Dana R. Ellis 12900 Lake Avenue, Lakewood, Oh 44107 [email protected] ◊ (c) 513-824-5520 (w) 216-583-7000

CAREER OBJECTIVE: Leadership role leveraging my managerial, operational and financial skills.

SUMMARY: Management Best Practices Talent Acquisition Change Management Strategic Planning

Business Performance Management Workforce Planning Restructuring, Mergers Employee Relations

PROFESSIONAL EXPERIENCE:Ulmer & Berne LLP, Cleveland 2009-presentChief Operating Officer Responsible for managing a regional law firm of 200 attorneys and 180 staff in 4 offices approx. $100 million

in revenue. Work closely with the Managing Partner, seven-member Management Committee, four Office Partners-in-Charge,

Two Department Chairs and fourteen Practice Group Leaders. Lead 11 direct reports to directly manage Finance, Marketing, Administration, Technology, Human Resources,

Risk Management and Attorney Development Managed firm through challenging economic times. Improved partner profitability by 35% over 4 years. Provided

outstanding administrative and operational support at a cost of $25,000 per attorney less than peer firms. Lead role in working with the managing partner and management committee to execute the firm’s strategic plan

and address key business issues. Co-leader of the firm’s Strategic Planning team, Growth Initiative and Client Service effectiveness taskforce. Actively managed our Practice Group Leaders (PGLs) to maintain alignment of all 14 practice groups with firm

strategy. Advised PGLs on a monthly basis for business planning, budgeting and performance management. Led several significant firm initiatives: measuring Client Satisfaction and improving our client service delivery,

designing a more efficient and effective annual budget, improved management reporting, establishing performance benchmarks.

Transformed poor performing marketing and finance functions into strong performance through improved talent, process improvement and better leveraging of technology.

Saved the firm over $1.2 million in expenses through an emphasis on cost reductions to provide the firm a competitive advantage for operational efficiencies and improved margins. These savings came through renegotiation of existing contracts, elimination less-valued infrastructure costs, headcount reductions and operational process improvements.

Managed the office space planning/design for three significant office construction projections.

Alschuler, Grossman LLP (and successor firms), Los Angeles 2003-2005, 2007-2009Chief Operating Officer Responsible for managing a law firm of 200+ attorneys in 7 offices, inclusive of operations, finance, human

resources, technology, administration, and recruiting. Chaired the firm's Executive Committee and Partner forum, setting priorities and reporting progress on achieving

business objectives. Advised department chairs on establishing and executing business plans. Recruited, mentored and developed a strong manager group. Established a cohesive management team where trust,

respect and successful execution were well recognized. Set goals and objectives for practice groups and individual partners that would achieve desirable growth and

profitability. Counseled partners on client engagement management best practices. Led firm during its start-up phase and through rapid growth including a successful merger. Improved profitability through both revenue and expense initiatives. Reduced operating expenses by over 15% by

improving the staff/attorney ratio, better leveraging of associate attorneys and creating a more cost-sensitive executive mindset.


Fifth Third Bank, Cincinnati 2005-2007Vice-President Human Resources Responsible for the recruiting function for a Fortune 300 Company, 10th largest U.S. Bank with 25,000 +

employees. Hired as the Director of Recruiting and to be the successor to the EVP-HR Worked directly with the CEO and Executive Committee to establish recruiting goals that supported the bank's

strategic plan. Met weekly with the CEO to discuss results, issues and resource needs. Managed a $6 million dollar budget with 150 recruiters across 20+ regions to deliver over 10,000 internal and

external hires annually. Reduced headcount and expenses by 20+% by centralizing the recruiting function, implementing process improvements and better leveraging technology.

Brought leadership to a function that was not respected by top management, by the recruiters or the recruiting marketplace.

Improved key performance measures for acceptance rate, candidate satisfaction, hiring manager satisfaction, cost per hire and recruiter retention.

Arthur Andersen 1979-2003Managing Partner – Human Resources & Recruiting, Chicago (1998-2003) Responsible for human resources strategy, inclusive of all recruiting, acculturation, deployment, and

advancement for the North American Region of a $9 billion professional services firm. The region was comprised of 30,000 + employees in 43 Solution Segments in 87 locations. 25 direct reports and 300+ indirect reports. Financial management for $5 million of direct and $45 million of indirect fiscal budgets.

Reported to the Global Human Resources Director and the North America Managing Partner. Worked with regional and office managing partners, practice group and industry heads and regional human resources directors.

Led US-wide Campus Recruiting function, which hired 3,500 new hires and 1,500 interns annually. Firm recognized as one of the top recruiting organizations in the U.S.

Developed the firm’s first global recruiting brand. Conceived and drove clear, consistent messages world-wide through integrated marketing of the internet, media, and print materials.

Chaired the Global Recruiting Roundtable to set strategy, establish common methodology, create tools, and ensure recruitment quality and effectiveness globally.

Developed and led the firm’s first Experienced Hire Recruiting program. Increased experienced hiring from 200 to 2,000 hires in three years, lowered cost per hire, increased quality of hire and improved firm’s reputation in the experienced employment market.

Developed HR Strategic Plan as member of the North America Human Resources Leadership Team. Led initiative teams for acculturation, retention management and diversity.

Partner – Southern California Director of Operations, Los Angeles (1991-1998) Responsible for all facets of operations, administration and human resources, inclusive of technology, finance,

office support, facilities management and recruiting for $600mm business. Region included nearly 1,500 employees in 7 locations. 12 direct reports and 110 indirect reports.

Reported to the North America Director of Operations and the Southern California Managing Partner. Also served as the Pacific Region Director of Human Resources and Recruiting. Worked with office managing

partners and division heads across the region to assess operational needs and deliver solutions. Created and executed the region’s Operations strategic plan which directly supported the region’s 3-year

strategic plan. Restructured and developed one of the firm’s weakest Administration teams into one of North America’s best.

Rewarded with promotion to partner. Served on the firm’s first national diversity taskforce and led the Los Angeles rollout which became the model

for all offices. Success recognized by external minority organizations. Directed the Crisis Management Team during the Northridge earthquake and Los Angeles riots. Led the human resource efforts for region’s Total Quality Management implementation. Key member of the integration team that merged the Portland office of Ernst & Young into firm’s Northwest

Region practice. Developed U.S guidelines for transitioning excess headcount out of the firm.


Operations Manager, Atlanta (1983-1991) Responsible for all aspects of human resources for a $100mm consulting practice with over 1,000 employees in

5 locations. 6 direct reports and 62 indirect reports. Directed the human resources portion of the Chicago Office Profitability Review. Recommendations

contributed to over $5mm in annual savings. Advised South America Country Managing Partners on World Class HR best practices. Led the implementation

teams in Sao Paulo and Buenos Aires.

Audit Senior, Atlanta (1979 -1983) Supervised audits of public and privately-held companies.

EDUCATION: Bob Jones University, B.S. - Accounting, graduated Magna Cum Laude. Certified Public Accountant (CPA), 1981 Extensive continuing professional education in management and leadership.

COMMUNITY INVOLVMENT: Habitat for Humanity, national sponsor INROADS, past vice-chair University of Southern California, Business School advisory board member

258075(1)_ellisdana.bio

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